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There are Knowns and Unknowns in Innovation: Let’s Manage Them Differently

Paul Hobcraft

Paper presented at PMI® Global Congress 2012—North America, Vancouver, British Columbia, Canada. Newtown Square, PA: Project Management Institute. The knowns are those products, services, processes, etc. I wrote about this some time back, discussing the extended innovation funnel ( here ) and used this visual.

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Learning to be Innovative – Future Building’s Crucial Role in Driving Innovation Impact

Imaginatik

Thus, for insurance and transportation firms, Uber’s early successes in 2011 – 2012 could have yielded important insights about the future of transportation, urban living, and the sharing economy. Left to our own devices, most of us take shortcuts in the “visioning” process. Get the facts!

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Can creativity and innovation be managed?

hackerearth

The result of this journey has been that their Managed Innovation framework has been successful in generating 134,232 ideas from 55,383 empowered employees and implementing 19,172 innovations for over 400 clients. In 2012, their innovations generated a value of $548 million through savings. Why manage innovation?

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99 Mental Barriers for Innovation Infographic

Open Innovation EU

Many of our students work on innovation projects for SME. When asked to organize an ‘open innovation session’, students enthousiastically start to read details about open innovation, open sessions and different ways of creating an open innovation-mindset within SME. Download Infographic.

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How Failure does or does not impact Innovation

ITONICS

The bigger a company is, the easier it becomes finding reasons why a project should not be started. Companies are challenged by an enormous innovation pressure and ongoing digitalization since both are accompanied by a change in behavior. Moreover, there is a global movement called Fuckup Nights that began in Mexico in 2012.

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Get Real About Your Company’s Future

The Inovo Group

For many, “future” is in fact a continuation of the immediate past and projections of near-term forces and trends that are easy to see and understand. Would it have a new product development or innovation process? This present-forward approach relies on projections from the immediate past and present state.

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Typology for Innovative Organizations

Open Innovation EU

The model describes organizational typologies based on cultures of innovation. This model is drawn upon a combination of Quinn & Cameron’s values framework (2011) and Nagji and Tuff’s innovation ambition framework (2012). Each type of organization exists in three different levels of innovation. References.